Management Principles Essay, Research Paper

& # 8220 ; Planning, organizing, taking and commanding are asserted to be the four important maps of a director. Explain each of these maps underscoring the implicit in theories. In peculiar, how these maps are interrelated in the planetary concern environment today. & # 8221 ;

Introduction

A director & # 8217 ; s function is to take his/her administration to a clearly stated nonsubjective. In making so he/she must rally all his resources in a concise and organized effort at accomplishing those ends. To make this a director must take, program, organise and command the administration & # 8217 ; s employees.

A director can be defined in many ways. From the high ranking Chief Executive Officer or the Team leader who is cardinal to the administration. Each director hence has different functions throughout these phases. The squad leader & # 8216 ; director & # 8217 ; has a more custodies on function in the running of the company compared to the CEO, who every bit good as concentrating on the twenty-four hours to twenty-four hours running of the company must besides asses the hereafter layout of the administration ( Dauphinais et al. , 1998, p.18 )

The four & # 8216 ; maps & # 8217 ; of a director as stated in the assignment are important to the drawn-out success of any company. I believe & # 8216 ; taking & # 8217 ; is possibly the most important tool of any director since his/her presence and motive ability is critical to the accomplishment of the ends stated in the planning phase.

The & # 8216 ; planetary concern environment of today & # 8217 ; is a mention to the of all time spread outing planetary market place, and how it has opened up 1000s of markets for companies, every bit good as exposing it to many more rivals and booby traps.

Planing

Planning is a critical tool to any director since it allows him to assist fix for the hereafter, instead than being commanded by it ( Allen, 1973, p.64 ) . A comprehensive program both helps organize the actions of all squad members, while besides functioning as a footing for control and feedback. By utilizing a systematic attack to planning, a director can determine the capablenesss of his employees and utilize resources to carry through the most coveted result ( Geneen, 1985, p.84 ) .

Allen ( 1973, pg.64 ) states that there are seven major stairss in planning, and although his work is dated both Robbins and Crainer, in more recent analysis of direction agree with him in a bulk of instances ;

Aims

+ A end which the company is committed to obtaining

Forecasting

+ To gauge or foretell what will likely go on in the hereafter

Programming/Strategy

+ Specifying the stairss necessary in order to make the aims

Budget

+ The allotment of resources required to accomplish the companies aims

Procedure

+ The mehtod or mode with which the programme is to be realised through the allotment of undertakings and aims

Using a systematic attack to be aftering allows a director to determine the capablenesss of his work force and utilize resources in order to carry through the coveted consequence ( Allen, 1973, p.63 ) . Planning is a important function of directors since it allows it to measure the way in front and do agreements to hedge any jobs which may originate. In the new planetary concern environment of today it is most imperative that a company plans out its way before walking down it. Due to the addition in engineering that has enabled a company to market overseas, the sum of rivals and jeopardies which await a company have increased dramatically hence the importance of planning has become even more important.

Organizing

The construction defined in the planning phase enables directors to invent a & # 8220 ; model by which occupation undertakings are divided, grouped and coordinated & # 8221 ; ( Robbins, 2001, p.351 ) . However the construct of & # 8216 ; organizing ; is different for every managerial degree. When mentioning to a CEO, & # 8216 ; organizing & # 8217 ; can be seen as a broad ranging program for the hereafter which includes such facets as ( Robbins, 2001: p.352 ) ;

Q Specialization

u The more specialised the work assigned to persons within bounds, the greater the potency for efficient public presentation.

q Logical Agreement

u Logically arranged work tends to bring forth the greatest achievement and highest personal satisfaction.

Q Chain of Command

u The concatenation of bid is a logical patterned advance through the ranks of an administration

q Maximum Span

u Refers to the figure of people a director supervises

q Minimum Levels

u The sum of direction ranks in an administration

However in the context of a squad leader, the map of & # 8216 ; organizing & # 8217 ; is more concerned with delegating persons with undertakings or duties which combine together to organize one end. After detecting the strengths/weakness & # 8217 ; and specifying the overall program, the squad leader must organize his resources to accomplish those aims set out antecedently. This facet of organising is intertwined vastly with taking and be aftering since both are critical to the success of organizing the group. The squad leader must be able to actuate the members to use themselves to the undertakings or duties allocated to him/her during the planning phase.

Leading

Leading subsidiaries is a critical portion of a directors occupation. In his book Leadership is an Art, Max DePree ( 1989, pg.12 ) , a Chief executive officer placed 6th in Fortune magazines direction excellence awards, writes leaders must supply impulse so that the workers fee

cubic decimeter “their lives and work are intertwined and traveling towards a recognizable goal” . The planning and organizing phase is critical to the impulse a company can construct upon, since impulse comes from a clear vision of what the corporation ought to be, from good thought out schemes and carefully conceived programs which enable everyone to take part and be publically accountable in accomplishing those programs.

Collins, a concern analyst, in his book & # 8216 ; Built to Last ; ( 1994, : p.282 ) defined leading as & # 8220 ; CEO & # 8217 ; s who displayed high degrees of continuity, overcame obstructions, attracted dedicated people, and are able to steer companies though important episodes & # 8221 ; .

Robbins agrees with DePree stating end seeking is a major beginning of motive, one time once more demoing all four phases of the direction procedure are intertwined. Robbins suggests that & # 8216 ; squad orientated & # 8217 ; work topographic points are more productive, and that leaders should be seen more as incentives commanding the workers and underscoring the importance of accomplishing the ends set out in the planning phase.

Throughout history major surveies conducted by Frederick Taylor and Elton Mayo in the Hawthorne Experiments agreed that employees responded better to motive and assurance instead than autocratic regulation ( Allen, 1973: p.158 ) . Taylor in his book The Principles of Scientific Management ( 1942, pg.5 ) wrote & # 8220 ; motivation is the work a director performs to animate, promote and force people to take the needed action to accomplish their nonsubjective & # 8221 ; . However all this is coupled with a strong program and organized work force.

Controling

Harmonizing to both Robbins and Allen & # 8216 ; direction commanding & # 8217 ; is the work a director does to measure and modulate work in advancement and assess consequences already secured. Therefore it is imperative that a director is able to roll up, analyse and utilize the information supplied to him to do decisions give feedback to those who are involved. Control is critical in order to guarantee the aims set out antecedently are achieved.

William G. Ouchi in Management Science ( 1979, pg833-858 ) suggested there are three different types of control systems ; Market, Bureaucratic and Clan. All of which rely on the premiss that a control system is at that place to supply information and feedback on the public presentation of the company and squad members.

Robbins defines the control procedure as being a three measure procedure ; measurement, comparing and managerial action ( 2001, pg686 ) while Allen believes at that place four ; developing criterions, mensurating public presentation, measuring and rectifying. ( 1979, pg 210 ) The lone difference being that Robbins assumes the development of criterions had already been completed in the planning phase.

Control is possibly the most critical phase of the direction procedure because it relies to a great extent upon all other aspects. It allows the directors to see whereabouts in the procedure the company has gone incorrect and for what ground. If the program was non right, or if it wasn & # 8217 ; t organised plenty or if the subsidiaries were non motivated plenty to finish their undertakings in the timeframe allocated. All of these jobs would originate in the commanding section of direction procedure.

Decision

A director & # 8217 ; s function in the development of an administration and accomplishing the ends set in its mission statement can non be defined to four key maps. Yet these four maps discussed ; planning, taking, organizing and commanding are imperative to the success of any company. From the smallest household run company to the biggest transnational corporations programs must be made, people motivated and organised and given feedback on their advancement, that is what makes these four maps important in the running of any administration.

As shown all four factors are inter-related in some mode. Planing allows the commanding phase to be performed while besides leting leaders to apportion undertakings to team members which are organised to organize one cohesive attempt. Organising is the allotment of resources necessary to accomplish this ends. However how would a squad be organised if their was no aim? How would a squad operate if their was no motive? And how would the squad perform is they weren & # 8217 ; t given feedback on their public presentation?

The planetary concern environment has multiplied the menaces and competition a company faces tenfold. With the engineering available these yearss rivals are no longer separated by boundary lines or geographics, therefore the markets and consumers offered have besides increased. However with this addition in possible net income, the sum of rivals and menaces have besides increased, and hence these four maps have assumed even greater importance in the on-going endurance and success of the organisation.Bibliography

Allen, L. , ( 1973 ) Professional Management. London: McGraw Hill

Collins, J.C, and Porras J.I, ( 1994 ) Built to Last New York: Harper Collins

Crainer, S. , ( 2000 ) The Management Century New York: John Wiley & A ; Sons

Dauphinias, G.W, Price, C. , ( 1998 ) Straight from the CEO. New York: Simon & A ;

Schuster

Drucker, P.F, ( 1980 ) Pull offing in Turbulent Times London: Heinemenn

Geneen, H. , and Moscow, A. ( 1984 ) Pull offing. London: Granada

Levinson, H. , and Rosenthal, S. , ( 1984 ) Chief executive officer: Corporate Leadership in Action New York: Basic Books

Robbins, S.P, Bergman, R. , Stagg, I. , Coulter, M. , ( 2000 ) Management NSW: Prentice Hall

Wheatley, M.J, ( 1992 ) Leadership and the New Science San Francisco: Berret-Koehler

332